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JOURNAL OF APPLIED BUSINESS AND ECONOMICS

Emotional Responses to Performance Appraisal Feedback:

Implications for Organizations

Author(s): Lorianne D. Mitchell

Citation: Lorianne D. Mitchell, (2010) "Emotional Responses to Performance Appraisal Feedback:

Implications for Organizations," Journal of Applied Business and Economics, Vol. 11, Iss. 4, pp. 82 - 108

Article Type: Research paper

Publisher: North American Business Press

Abstract:

This investigation tested hypotheses derived from a combination of appraisal theory (Lazarus & Smith,

1988; Smith & Lazarus, 2001) and Affective Events Theory (AET, Weiss & Cropanzano, 1996). The

research question was: What is the relationship between the appraisals of relevancy, congruency and

accountability of information derived from performance appraisal and the emotional reactions to the

appraisals? Sixty-two (62) undergraduate students receiving midterm exam scores provided self-report

data in exchange for extra credit. Results of hierarchical multiple regression analyses indicate that

appraisal components combine to differentiate emotions elicited in response to the appraisal of

performance feedback.